1. Leading Change in Teaching and Learning Michael Bradford University of Manchester And Senior Associate of HE Academy Leeds University Conference 11.01.08

2. Leadership  Affect the context (locally)  Facilitate and encourage innovation  A ‘learn from’ rather than ‘a blame culture’  Network people so that they learn from one another (tailoring ideas from one discipline to another) (facilitating inter- disciplinarity)  Have ‘conversations’ and tell ‘stories’ that convey vision and help the above

3. ‘Leadership is visionary: it is the projection of personality and character to inspire the team to achieve the desired outcome. There is no prescription for leadership and no prescribed style of leader. Leadership is a combination of example, persuasion and compulsion dependent on the situation. It should aim to transform and be underpinned by individual skills and an enabling ethos. The successful leader is an individual who understands him/herself, the organisation, the environment in which they operate and the people that they are privileged to lead’ visionary: it is the projection of personality and character to inspire the team to achieve the desired outcome. There is no prescription for leadership and no prescribed style of leader. Leadership is a combination of example, persuasion and compulsion dependent on the situation. It should aim to transform and be underpinned by individual skills and an enabling ethos. The successful leader is an individual who understands him/herself, the organisation, the environment in which they operate and the people that they are privileged to lead’ Defence Leadership Centre, Defence Academy of UK Defence Leadership Centre, Defence Academy of UK

4. WARRIOR [Thatcher] SAGE [Gandhi] GUARDIAN [FD Roosevelt] ADVENTURER [Martin Luther King] from Keith Patching 2007 Leadership, character, and strategy: exploring diversity. Basingstoke; Palgrave MacMillan

5. GUARDIAN ADVENTURER WARRIOR SAGE o x

6. Values Warrior Warrior  Achievement and accomplishment  Winning  Competition  Advancement and promotion  Fame  Defending territory  Being a hero Sage Sage  Wisdom  Learning and understanding  Search for truth  Humility  Celebrating others  Inner harmony  Seeking spiritual inspiration

7. values Guardian Guardian  Protecting and providing  Respect  Membership of community  Maturity and responsibility  Developing a legacy Adventurer Adventurer  Challenging convention  Moving on  ‘you only live once’  Change and variety  Fun and excitement  Self-reliance

8. Strategies (in a nutshell)  Warrior: lead from the front  Sage: develop people and foster personal growth  Guardian: create a community and build a future  Adventurer: liberate people and challenge paradigms

9. GUARDIAN ADVENTURER WARRIOR SAGE

10. Recap and onwards  Knowing yourself and the context  Knowing your vision and values  Knowing how to share them (stories, conversations, metaphors)  Knowing how you are seen (many ways)  Leadership as Change: positive reframing  Understanding the culture of the institution and its sub-cultures

11. Types of change  Briefly compare two theories of change technical-rational complexity- emergent Linear non-linear Predictable outcomes unpredictable Clear end to process no obvious end  Which theory characterises the way Leeds tries to implement change?  Which of these, in your experience, best characterises the way most change happens here?

12. Some facilitating conditions (Richard Seel www.new-paradigm.co.uk)  connectivity - increase connections across boundaries  diversity- increase (cultural, intellectual, emotional)  rate of information flow - richer  lack of inhibitors e.g. power, anxiety, threat  good boundaries e.g. deadlines, clear goals  intentionality - broad direction from interactions  watchful anticipation - patience, ‘don’t just do something, stand there!’ avoid premature closure